Business Women Can Play in the Boys' Club

Written by Suzanne Doyle-Morris
The professional women I work with are always looking for that extra edge to take their careers to the next level and frequently turn to professional development courses and advanced degrees to give them an advantage. Certainly, additional years of education are shown to have a more positive effect on women’s earnings than on men’s (1). As an accredited executive coach with a Ph.D. from the University of Cambridge, I clearly believe in the added knowledge, confidence and credibility that additional qualifications can impart to an ambitious woman. However, they are only parts of a much larger and more complex set of issues that hinder women’s career progression, which include the underutilization of well-trained women, the long-hours culture endemic in many industries, and pernicious self-doubt in women. While these factors may seem beyond our control as working women, there are strategies, as successfully utilized by the senior women I interviewed for my book Beyond the Boys’ Club: Strategies for Achieving Career Success as a Woman Working in a Male Dominated Field to help address these real challenges that demonstrate there are indeed ways a business woman can play in the boys’ club...and win. Over-Qualified But Under-Utilized I have long suspected that the continual pursuit of more qualifications is a red herring for women in the struggle for workplace equality. It can be a distraction from looking at the actual qualifications of their male colleagues and what those male peers are actually doing to get ahead. More women are leaving the university with a wider range of undergraduate and postgraduate degrees than ever before, and are making real inroads into fields that were previously male dominated, such as law, medicine and business administration. For example, London where I am based, is a metropolitan city like many others that attracts the best and brightest professional men and women from around the world. However, research from Women in London’s Economy (2) suggests, “By the time they enter the workforce, a larger proportion of women in London have higher level qualifications than their male colleagues...but are less likely than men to attain supervisory or managerial posts.” Clearly, the fact that women are not “trickling up” to senior positions cannot legitimately be blamed on a lack of the right qualifications for much longer. Top Tip: If you feel that confidence and a promotion always seem to be one more degree, qualification or training course away, the chances are you need to draw attention to what you are already achieving rather than concentrating on what you perceive yourself as lacking. Look realistically at the qualifications of the men around you. Another set of initials behind your name will not automatically lead to promotion. Presentee-ism and the Long-Hours Culture Presenteeism is experienced as a pressure—imposed by others or even by oneself—to be seen as putting in long hours. It’s based on the usually unspoken understanding that this is one of the traits upon which your commitment to your career will be judged in the future. Presenteeism is a game most women cannot and, in fact, do not want to play. Certainly technology can be a woman’s friend in the battle against presenteeism, as a business woman can indeed be contactable away from the office. While most of my clients at times lament the ubiquity of the “crackberry,” for example, they would not be without them for the flexibility they offer. Hours alone are never a game business women can “win.” Use the time you do have wisely. Top Tip: Make sure your key performance indicators are tied to realistic deliverables—it is easy for a manager to look to hours alone to judge who will get promoted if goals are fuzzy and not tied down to tangible measures. Schedule your lunches and coffee breaks with the rigor you would give your child’s dental appointments, to make the most of building strategic relationships with clients, colleagues and potential mentors. An hour spent building a relationship will get you further in the long run than an hour spent at your desk. The Specter of Self Doubt Rebecca George, a partner at Deloitte and one senior woman I interviewed for Beyond the Boys’ Club, recounted some of the main differences she saw between male and female candidates at interviews. “Often, I have found that I have two candidates with exactly the same qualifications, and the woman will never say she can do all of the job, whereas the man will not only say he can do it all, but that he’s the best possible choice,” she laughed. Rebecca found it interesting to see how the dynamic of confidence affects men and women before they even start their jobs. What she notices in job interviews was borne out in research from University College London in 2008 (3), where researchers found men, especially those of lower actual IQ scores, routinely overstated their intelligence—while women underplayed their own. They reported: “Men are not cleverer but they appear to be more confident, which can have beneficial effects in the interview room.” Unfortunately, the same research also found that very bright women often believed their IQ to be much lower than their actual score. Top Tip: As a smart woman you must tell others what you are achieving. Copy your boss in to any congratulatory e-mails you receive from clients or send to your team. Volunteer to deputize for your boss and speak at industry events as frequently as you can. As you begin, pursue and finish projects, send short reports highlighting the collaborations and successes to the internal company newsletter. Most editors are happy to receive content. Hard work will not be rewarded unless paired with visibility. careers, Jobs Indonesia, Indonesia Vacancy

Women's Career Change - Mid-Life Passage

By Susan Meindl


The different life trajectories experienced by men and women especially around the physical and emotional demands of child rearing, mean that men and women often experience the arrival of mid-life in contrasting ways.
Individuals in their early forties often experience psychological changes including decreased positive self-concept stemming from social and work related changes. Both men and women may engage in "stock taking" which relates their achievements and expressed values to earlier goals, as well as questioning the meaning of life and re-examining personal values.
This reflection may inspire more attentiveness to inner concerns and may initiate a transfer of energy to more satisfying areas of life.
The demand for renewal is often triggered by some expectable motivators such as :

• Departure of children
• Career peak or plateau
• Outdating of skill set
• New responsibility for aging parents

The positive personal demands of mid-life include:

• Wishing to set one's own milestones
• Becoming active again in controlling ones future
• Acceptance of, and adjustment to, growing limits and decreasing energy levels

Sociall research by Neapolitan (1980) found that workers who made radical career changes from high level jobs at mid- life felt that they had drifted into their first occupation or had been pressured by family. They felt that the occupation either never did, or as a result of personal change, no longer expressed their values and beliefs nor did it offer a sufficient outlet or expression of their potential.
A similar study by Riverin-Simard (1990) of mid-life women and men in Montreal suggests that re-evaluating personal values can create a new or revised self-concept. This new self-view may create a mismatch between employment and personal aspirations which had not previously existed.
The positive career demands of mid-life include:

• Reappraisal of career commitment and choice
• Integration of the polarities of one's personality with work
• Appropriate modification of life structure.

Three potential avenues for change emerge from this re-evaluation:

1. Renewal of commitment to career

• Updating of skills
• Simple maintenance of skills which "hold on" to the job while effort is invested in developing new aspects of self

Disinvestment from career in favor of relationships or outside interests and activities

Wholesale career change.

Many individuals experiment healthily at mid-life with alternative avenues for self-expression in leisure activities or avocations and the easiest career transitions are made by individuals who have knowledge and experience of the new field through having approached it tentatively as an outside interest, a hobby or volunteer position.
When the transition requires extensive retraining, factors which enabled change include:

• Lack of financial dependants.
• Financial support from a partner.

Research cited by Bejian (1995) suggests that:

• Women who have made early choices in favor of professional careers experience similar concerns as men at mid-life regarding a desire to reinvest their energy in intimate relationships.
• Women who had made early career choices based on the needs of intimate relationships voice fears and desires at mid-life related to undeveloped aspects of their selves.

Over all, women who chose to de-emphasize their careers described the transition as less traumatic than those who chose to de-emphasize family in order to pursue new career goals.
Mid-life change poses challenges and opportunities for renewal to both men and women. Historic changes in women's opportunities and expectations have certainly occurred in our lifetimes.... but this last finding suggests that, for those of us currently entering mid-life, our experience and aspirations continue to be somewhat shadowed by the lives and attitudes of the parents who raised us...parents who themselves came to maturity in the climate and attitudes and beliefs about separate male and female roles which characterized the 1940's and 50's.

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Women on Corporate Boards Makes Good Business Sense

Written by Judy Rosener

With few exceptions, corporate boards of directors have historically been composed of white males. That is changing, albeit slowly. Based on the latest Catalyst figures, women constitute only 11% of Fortune 1000 company board seats, and 25% of Fortune 1000 companies still have no women on their boards. Admittedly, Fortune 1000 firms constitute only a fraction of companies in the United States; however, because there is limited knowledge about the board composition of non-publicly listed firms, we have to rely on the information we have. This information prompts us to ask why there are so few women on major company boards when apparently there is an interest in increasing the number? Julie Daum, the North American board practice leader at Spencer Stuart, says, “When I began working with corporate boards ten years ago, there was a reluctance to add women to the board. Many CEOs only added women as a response to public pressure. Times have changed. Now, we see an unprecedented demand for women as companies look to bring on a second or third woman.” Carolyn Nahas, managing director of Korn/Ferry International in Southern California, says, “Today there is a greater demand for women because it is increasingly acknowledged that boards should reflect the American population and its customers—not just because it’s the right thing to do, but because it makes good business sense.” So if it makes “good business sense” why are there still so few women directors? I asked a number of male CEOs of large firms why they have no women on their boards. Their response most often was “I’d like a woman on my board, but I can’t find one.” When I asked the follow-up question, “What kind of women are you looking for?” I was given a list of qualities that many of their male board members didn’t possess. There is no shortage of women ready, willing and able to fill board seats, however, if a company wants a woman board member, it has to look for one, which is what boards with women have done. Unfortunately, women with education, expertise and track records that qualify them for board membership remain at a disadvantage when competing with men. In part, this is because those who make board appointments tend to look at candidates within their own personal and professional networks. These networks historically have not included women; thus there are few or no women on their radar screens. While search firms include women in their director candidate pools, the disadvantage remains because doing business with senior executive women is still a new experience for many men in client companies, and there is a subtle comfort issue that can’t be ignored. Put simply, we all prefer being with others like ourselves. Why? Because we can understand and predict the behavior of people like ourselves. While unspoken, this is a major reason men prefer to have men on their boards. Due to the discomfort and confusion men experience working with women in other than traditional support roles, female board candidates are frequently subjected to “competency testing.” Competency testing means women have to prove themselves over and over again by meeting a set of criteria which their male competitors need not meet. As important, women have to make sure those making board selections are comfortable with their style as well as convinced of their competence. If, as has been stated above, it makes good business sense to have women on boards, what is meant by “good business sense?” Good business sense means taking into consideration the following: knowledge of the labor pool; knowledge of new and growing markets; interest in improving corporate governance; and the tracking of revenue and profit, i.e. attention to the bottom line. The Labor Pool Argument Women are in the workplace to stay, and many want careers, not jobs. If firms are to recruit and retain skilled employees, corporate managers and future executives, they must consider women as an important part of their labor pool. Women constitute one-half of the workforce, half the number of college graduates, and half of those in graduate schools. Women are being trained for, and aspire to, senior level positions. They no longer are content to occupy staff positions that don’t lead to important line experience. So it follows that paying attention to the best and brightest women, since they constitute a growing percentage of the labor pool, is important. Companies that have women on their boards send a message that women are valued in their firms. Conversely, when potential female employees and key existing employees see no woman on a board, it raises questions about the corporate culture and a woman’s chances for advancement. The Market Argument Today, women constitute a major part of most consumer markets, and it is growing as more and more women assume responsibility for consumer purchasing in the home and car markets. Yet, their needs and preferences are still frequently overlooked because their voices are not heard. I was once asked why a profitable automobile company needed more women decision makers, to which I replied, “If women designed cars, we’d have a place for our purse.” In the professional legal and financial services field, too often it is assumed it is men who make the major financial and legal decisions. While banks and law offices are beginning to pay attention to the female market, their boards often don’t reflect their customer base. Clearly, board members don’t get involved in day-to-day marketing and sales decisions. However, the presence of a woman on a board makes it more likely, than not, that frequently overlooked female market issues will be identified and addressed. The Governance Argument Perhaps the strongest argument for having women on corporate boards is that their presence often improves corporate governance. Women board members have said their presence changes the conversation, not only do sexist language and jokes disappear, but the number and type of substantive issues which are considered is broadened. I asked Shirley M. Hufstedler, an experienced corporate board member, how she thinks the presence of women changes a board. Hufstedler served for many years on both the Hewlett-Packard and US West boards, and currently sits on the Harman International Industries board. She said it is her observation that female board members usually understand, better than men, how to appeal to women as consumers and as employees. “Also, because women are acculturated differently from men, they tend to listen more and see problems and solutions differently from their male colleagues.” In many ways this expands and enhances board discussion and deliberation. Women also tend to ask different questions than men. Jane Evans, who sits on the boards of Altria (formerly Philip Morris Companies), Georgia Pacific, KB Homes and PetsMart, says “Women ask questions that men don’t think to ask, because women come from a completely different environment and vantage point.” Being outsiders, even as directors, women are more likely to ask questions that male members avoid. Being an outsider gives one a sense of freedom that insiders don’t always have. This outsider freedom is valued characteristic of independent directors, the type of director much sought after today. In May of 2002, The Conference Board of Canada published findings of a major study they did of women and corporate boards. These findings suggest a strong link between female numbers on boards and good-governance credentials. The researchers found that 94% of boards with three or more women (compared to 58% of all-male boards) insist on conflict-of-interest guidelines; that more female than male directors pay attention to audit and risk oversight and control; that women, more than men, tend to consider the needs of more categories of stakeholders and; that women, more than men, tend to examine a wider range of management and organizational performance. The findings reveal that 72% of boards with two or more women conduct formal board performance evaluations, while only 49% of all-male boards do; that companies that provide boards of directors with formal, written limits to authority have a greater percentage of women directors than do organizations with no formal limits to authority and; organizations that provide boards of directors with formal orientation programs have a greater percentage of women directors than do organizations with no such program. Betsy Berkhemer-Credaire, president and co-founder of Berkhemer/Clayton Inc., has for years focused on helping firms diversify their boards, part of that diversity being women. As a vehicle for sharing experience about board membership, Berkhemer Clayton holds a luncheon every year, to which she invites California female corporate board directors. At these luncheons, the board members focus on one or more major corporate board issues, however, the topic of gender differences permeates the discussions. The role of the CEO in promoting women to leadership positions, such as board membership, turns out to be key. A good example of a committed chief executive is Leonard Schaeffer, CEO of Wellpoint, the nation’s largest publicly traded healthcare company. Wellpoint is a Fortune 500 company and four of its nine-member board are women (one of the highest percentages in the country). Twenty five percent of its executive vice presidents are women, 26% of senior vice presidents are women, and 36% of general managers are women. Wellpoint is a very successful firm financially, and if its CEO could find four women to serve on a nine-person board, it would seem other chief executives and nominating committees could find one! The Bottom Line Argument A study by Roy Adler, a professor at Pepperdine University in Malibu, California, tracked 215 Fortune 500 companies, comparing their financial performance to industry medians. He found that “companies that smash the glass ceiling also enjoy higher profits.” In a recent Harvard Business Review article presenting his findings, Adler showed that “the companies with the highest percentages of female executives delivered earnings far in excess of the median for other large firms in their industries.” The Canadian Conference Board findings support those of Adler. It tracked the financial well being of firms with two or more women on their boards in 1995 to see where they stood six years later. It found that firms with women board members were much more likely than companies with all-male boards to be leaders when ranked by revenue or profit. While these two studies do not a theory make, they suggest there is a relationship between the presence of women on boards and financial performance. Much more research about US firms, particularly those other than large, publicly held corporations, is needed to explain how and why the presence of women on corporate boards makes good business sense. However, in the meantime it is hard to ignore the evidence that putting women on boards makes good business sense. Doing so is consistent with the nature of the labor pool, the important female marketplace, the need to improve corporate governance, and the ever-present competitive requirement to increase revenues and profits. careers, Jobs Indonesia, Indonesia Vacancy

The Gender Pay Gap--New Opportunities for Women

By Carol Berman


Many discoveries are made by mistake. Penicillin. Rubber. Even Post-it Notes.

Here's one more: unintended results from business school researchers have provided more insight into the decades-old discussion of why men earn more than women.

Kevin Clark and Patrick Maggitti of Villanova University and Holly Slay of Seattle University looked to research relationships among business networks. They were not targeting gender or potential impacts gender might have. But gender did have an impact in workplace relationships--an impact they could not ignore. Especially when the impact was on pay.

The State of Affairs

According to the Census Bureau, among full-time workers age 25 or older in 2007, women earned an average of $33,759 which was 24% less than the $46,788 average for men.

Are Men Better Brown-Nosers?

The group looked at the influence of relationships that are 360 degrees around an employee--superiors, peers, and subordinates. It found that men build stronger relationships in all three situations which lead to an increased wage gap between men and women. Researchers controlled for starting salaries, job level, and industry.

Relationships with subordinates had the greatest perceived impact on pay. In other words, if you connect with those below you, they will perform well, make you look good to your boss, and you get a raise. But this trail didn't exist for women.

"We speculate that in some cases, men that are bosses make stronger attachments to the male employees," said Maggitti. "You get along better with people who are similar. That's one potential explanation."

So it makes perfect sense when the men are talking about last night's game or the upcoming tee time at a fancy golf course, women don't necessarily fit in. And even if they can talk the talk, it's just not the same.

Good News for Women

The researchers did not want to cast more gloom and doom over the gender gap--an area that is squarely in public discourse at the moment. Instead, the researchers want their study to be used as a way to identify opportunities for women to rectify pay inequities. They suggest:

• Motivate and get to know your team: Maggitti and Clark acknowledge that women are better than men at establishing group consensus and managing teams. But that's only in studies and on paper. When it comes to managing subordinate networks, women need to improve.
• Find out what your friends know: Maggitti and Clark say women are aware of their work communities and groups but don't use peers in obtaining information to advance their careers. Women need to start thinking of it as opportunity to share company information related to the work at hand, rather than gossip.
• Influence your supervisor: Researchers suggest taking advantage of chance run-ins with the boss by having something ready to say. Yes, when your boss is a man, and you're a woman, you won't have those bathroom run-ins. There's always the hallway.

Next Steps

Like many academic studies, results often spark ideas for future research. The folks behind the study hope to revisit the gender of all the people involved in all workplace relationships--the bosses, the peers, and the subordinates; not just the person at the center. They want to look at the perception of the "old boys club" network--does it still exist? But in the meantime, they hope that women will recognize and create opportunities that may exist right now in the workplace.

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Six Subtle Moves That Hold Women Back From Success

By Lisa Johnson Mandell


It's not that women are supposed to act, dress and sound like men to get ahead in the workplace, but there are a number of gestures women commonly use that denote vulnerability and fragility, rather than power and authority. In a blog called "7 Behaviors that Keep Women from Getting Ahead," Dan Erwin cites an article by Mary Ellen Drummond many years ago, which still applies to many women today.

I know I'm guilty of several, and have been advised by managers and producers to "cut that out if you ever want to go anywhere." Check out these half-dozen behaviors that prevent you from "looking like you mean it."

1. Nodding your head a lot when listening. Women often nod their heads to encourage the speaker to go on, but this connotes approval and agreement when often none is intended or required, and you can end up looking like a bobble-head doll. Men usually nod their heads only to show agreement, or to indicate that they are about to make a point. Constant head nodding can express encouragement, but not authority.

2. Not taking up enough physical space. By this we mean stand firm and tall, shoulders out, head up. When sitting at a table or desk, spread out -- your papers, you laptop, your pad and pens. Let everyone know you're there -- don't try to blend in. By receding or folding in, it looks as if you're trying not to inconvenience anyone. Take ownership of as much space as possible; that sends a powerful message.

3. "Uptalking." Women's voices often rise at the ends of sentences as if they're asking a question even when making a statement. For example: "On that report I completed? It says that viral marketing is more effective?" It implies you're asking for approval, rather than stating a fact. Most women are not aware that they do this, and it's a particular habit with the young -- students and the freshly graduated. Speak with authority and periods, not with tentativeness and question marks.

4. Fidgeting. Are you constantly adjusting your clothing, hair, jewelry, purse, cell phone, etc.? Although the study was done several years ago, Drummond cites that when women enter a room, they make 27 movements. Men make 12. When you appear calm and contained, you appear powerful. Fidgeting implies nervousness.

5. Tilting your head. Women often tilt their heads when they talk. They think that directing an ear toward someone says that they are listening. Instead, it appears as if you're distracted or trying to deflect the message. If looking directly into someone's eyes is disconcerting, look just below their eyes at their cheeks or nose. But look directly at them and don't tilt your head. This, again, is something most women don't even realize they're doing; but if they watch videos of themselves, they'll note it happening.

6. Introducing yourself too quickly. It's common for a woman to say, "Hi, I'm Jane Smith," right off the bat. But studies have shown that people seldom remember anything that's said in the first 5-7 seconds because they're too busy checking each other out, and visually processing whoever is in front of them. When meeting someone new, wait a few seconds before introducing yourself. Instead make a comment about the environment, event, etc. first, then introduce yourself.

The good news is that most of these bad behaviors are learned, so they can also be unlearned. You might want to ask a family member, friend or co-worker to bring it to your attention when some of these negative nuances creep in. They might drive you nuts at first -- but you'll thank them for it later, when colleagues start showing a renewed respect.

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mistakes women make at workplace

Frankel's book contains common mistakes that women make in the workplace, and coaching tips to get over them. Among them are:

1. Waiting to be given what you want

Ever heard the saying, The squeaky wheel gets the grease? If you don't ask, you won't risk hearing no, but you also won't get what you want.

2. Avoiding office politics

Like it or not, politics is how things get done -- in the workplace, in government, and in professional organizations.

3. Sharing too much personal information

Sharing personal information isn't in and of itself a mistake -- it's sharing too much of it that can come back to bite you.

4. Decorating your office like your living room

The decor of your office should be consistent with the kind of firm in which you work.

5. Over-apologizing

Apologizing for unintentional, low-profile, non-egregious errors erodes our self-confidence -- and, in turn, the confidence others have in us.

There are 96 more mistakes women often make in the workplace, plus tips on how to overcome them, in Frankel's book Nice Girls Don't Get the Corner Office, which is now out in paperback. And a followup -- which Frankel is writing with Carol Frohhlinger, author of 'Her Place at the Table' -- called 'Nice Girls Don't Win at Life' will be out next summer.

To summarize Frankel's theory: Nice is nice, but it's just not enough.

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Emerging Markets Create Jobs for Women

By Carol Berman

Unless you're a world traveler, emerging markets, such as Brazil, Russia, India, and China, are usually topics for the International section of the newspaper or evening news. Whether it's the economy in Greece affecting our financial markets or problems with Chinese sheet rock affecting the construction of a mother-in-law's apartment over the garage, there's often global impact from international business.

One researcher is targeting the state of women as employees in these countries. As business increases, either from US companies moving in or international companies growing, the role of women is changing. Hewlett is a Columbia University professor and founding president of the Center for Work-LIfe Policy in New York. The report will be out in June, but she wrote a summary for the May issue of the Harvard Business Review.

Women in Developing Countries -- Minds Are Developed, Jobs Are Getting There

Hewlett found that despite the fact that more than half of college graduates in these countries are women, they are being neglected when it comes to recruiting and training for jobs.

Among her findings:

• More than 80% of women in India want to hold a top job (it's 40% in the US).
• 55% of college degrees are going to women in emerging markets (it's 58% in the US).
• Women in emerging markets might be more ambitious than in developed nations because they have fewer children and childcare issues (China has a One Child policy and often extended families help with childcare).

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